The Next Economy
‘Yes, and ...’:A Framework for an Uncertain Future

For businesses navigating the coronavirus, prospects are daunting in this liminal space. While many are navigating the current “new normal” well by taking
each daily (hourly) change one at a time, some are starting to look past now through the power of “yes-and” thinking.

“Liminal” is the word we use to describe the space between — where things are
not exactly as they were and not yet what they will become. We can already
sense that none of us will return to life as we knew it before. And yet, we
collectively do not know what ‘next’ looks like.

So, how do individuals, organizations and communities absorb what is happening
and still find the space to imagine what lies ahead? For businesses navigating
the coronavirus, prospects are daunting in this liminal space. While many are
navigating the current “new normal” well by taking each daily (hourly) change
one at a time, some are starting to look past now through the power of “yes-and”
thinking.

Yes-and thinking is non-binary thinking. This is the ability to see all of
reality on a spectrum or in an interconnected system, rather than a set of
binary ones and zeros: good/bad, right/wrong, growth/failure, win/lose.

Businesses across the world are stepping up to address the needs of their
employees and the communities in which they
serve.
Leaders are choosing to wade into the challenge and bring their company’s
resources
along
to help keep humanity safe while the virus spreads. From continuing to pay
employees who can no longer work to retooling product lines from spirits or
perfume to hand sanitizers, from shifting to food delivery rather than in-place
dining, yes-and leaders are the ones creatively adapting to the reality of a
global pandemic and its economic fallout.

Design thinkers are mapping out plans for the future of work (and our planet).
Interestingly, statistics are beginning to tell us that work from
home may
remain in place for many, now that the technology scramble is over. People have
discovered that web-based conference calls can work just as well as in-person
meetings (most of the time) and eliminating the commute gives back loads of
personal time. Some companies
are cancelling
their coworking space leases; watch for other companies to consider how to
permanently eliminate the estimated $9000/employee
cost associated
with maintaining office space and desks. Not to mention, the carbon emission
savings when we reduce commutes — the planet has seen some real environmental
benefits.

While we have seen powerful stories of yes-and thinking, make no mistake –
getting the economy back on track will not be a simple call back to work for
everyone, or even just parts of the global workforce.

For the last three weeks, companies have hustled to react by sending workers
home, shuttering stores and reorganizing factories. They are trying to adhere to
a patchwork of guidance and regulations coming from public health experts and
federal, state and local governments. Corporations are monitoring news and
information about what others are doing, what’s working, what’s being
implemented across other industries and sectors. Daily updates on infections,
deaths and curve-flattening are watched carefully for signs that might indicate
light at the end of the tunnel. Looking outward for guidance has been important
so that response successes are leveraged. But now that we are past this initial
phase, a liminal stage is emerging and it’s a moment that calls for internal
reflection – one that will be foundational for the difficult and complex
decisions that lie ahead for companies and brands around the world. And let me
be clear: There is no room in that calculation that puts profits above
wellbeing.

We are collectively experiencing a global reset — a massive
timeout
— and companies and leaders have a moment to ask some pretty big questions. Who
are we serving, and are we including everyone we can? How are we making what we
are making, and is there a way to do so with more resiliency and less
environmental
impact?
Are our people able to build their work-life balance with more flexibility? What
did we learn from this WFH era?

If we pay attention during this in-between time and maintain a yes-and approach
to these decisions, there are guideposts for how to re-enter and rebuild. Start
by reexamining your company’s purpose — the greater good it promises to society.
That, plus the wisdom of your interdependent stakeholders will give you the
framework to continue making decisions that are good for humanity and your
business.